SKU: 7114827701
pinto beans seeds to plant

pinto beans seeds to plant Pinto - Bean Seeds

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Description

pinto beans seeds to plant Pinto - Bean SeedsNative to Mexico, pintos take about 90 150 days to grow as a dry shell bean but can be harvested earlier and eaten as a green snap bean. They can tolerate being dried out while growing, making them easy beans to grow. The traditional way to grow pinto beans is with corn as a companion plant. The corn stalks provide trellises for the pinto bean vines to climb, and the pinto beans adjust the nitrogen in the soil to benefit the corn. The pinto bean is

Native to Mexico, pintos take about 90-150 days to grow as a dry shell bean but can be harvested earlier and eaten as a green snap bean. They can tolerate being dried out while growing, making them easy beans to grow. The traditional way to grow pinto beans is with corn as a companion plant. The corn stalks provide trellises for the pinto bean vines to climb, and the pinto beans adjust the nitrogen in the soil to benefit the corn. The pinto bean is most prominent in Mexican cuisine and is often used for refried beans.


- Latin Name: Phaseolus Vulgaris 
- Days to Maturity: 90-100
- Life Cycle: Annual
- Start Indoors: 3 weeks before last spring frost
- Direct Sowing: After last spring frost
( For a continuous supply sow every 2-3 weeks until midsummer)
- Days to Germination: 5-10
- Germination Optimal Soil Temperature: 20-30°C 
( Plant when daytime temperatures average a minimum of 16°C or risk lower germination)
- Planting Depth: 3 cm
- Seed Spacing: 2-3 seeds every 5-10 cm
- Thinning Seedlings: Every 40-60 cm when at least 8-10 cm tall with 2 sets of true leaves
- Row Spacing: 50-90 cm
- Harvest: Regularly to encourage the growth of new pod sets 
- Average Seeds Needed Per 10 m Row: 250
- Average Yield Per 10 m Row: 15 lb.
- Approx. Seeds per lb: 1000

GROWING INSTRUCTIONS

Pole beans and bush beans are tender annual vegetables beloved by many. This iconic summer crop can be easily and practically grown in the home garden. Sow seeds directly into the garden when soil temperatures reach at least 10-15°C and after the danger of the last frost has passed. Do not start seeds early; transplanting can too easily damage the fragile root system.

Choose a sunny well-drained site to plant your beans. Because pole beans utilize their vines to grow vertically they will need support structures, such as stakes, a trellis or fencing installed before planting. Plant pole beans about 2 cm deep and 8 cm apart. Plant bush beans every 8 cm in rows about 45 cm apart. In order to have a continual harvest throughout the season, start new plantings every two weeks.

Beans fix nitrogen from the atmosphere into the soil, therefore do not need much supplemental fertilizing, though a dose of compost after a heavy flowering would be a nice midseason pick-me-up. It’s a good idea to rotate the location of your beans from year to year so that other crops can take advantage of their nitrogen deposits.

Be sure that your beans stay well-watered. If not, they will cease flowering. For this reason, rows of beans will benefit from the application of mulch around the base of the plants. This helps keep their shallow root base moist and cool. When pole beans outgrow their support, pinch out the top of the plants to encourage lower growth.

Harvest beans when they are young and tender. The best time of day to pick is in the morning, when the sugar content is highest. Pick as often as possible, as this will promote a more bountiful harvest.

QUICK FACTS

- Beans in their wild state were first gathered in Afghanistan and the Himalayan foothills over 12,000 years ago. The first signs of cultivation of the beans were in Asia in 7,000 BCE and the first large-seeded broad beans varieties appeared in 2,000 BCE in ancient Egypt. A few varieties of beans were also already cultivated when the Europeans first came to America.

- There are four main types of beans: 1-Pole beans are a vining plant that needs a structure to climb, like a trellis or a fence. 2- Bush beans, on the other hand, are shorter and freestanding. 3- Snap beans can be eaten raw, with the pod. 4- Shell beans are meant to be opened up, so the seeds inside can be eaten.

- Bean seeds will remain viable for 3 years if stored in a cool, dark place, ideally between 4 and 10⁰C. After that, the germination rate may start to go down.

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Shoe Prof
Lexington, US
★★★★★ 5
Scholarly and Readable, Too
Format: Paperback
I read the first volume in this series (about the Great Depression), and now I'm in the midst of this one. Kennedy's very-lucid prose keeps the reader moving along, and of course, the sweep of the story he's telling is nearly-irresistible. But in lamer hands, the prose might well have bogged down in turgidity--not so in this case!
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Reviewed in the United States on June 23, 2014
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Michael Stephens
Louisville, US
★★★★★ 4
Good but not as good
Format: Kindle
Freedom From Fear #1 was one of the most interesting and informational books I've ever read. Part Two was interesting but I did not learn much more about the war than I had known before other than the fact that, while Japan lost the war, Anglo-Saxons are no longer in control in the Far East. I somewhat disagree with his ending ideas about the "good" war, that it wasn't so "good" after all in it's outcome. However, those who fought in it and their families would probably disagree.
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Reviewed in the United States on May 22, 2014
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Peter Sorenson
Fort Morgan, US
★★★★★ 5
The Innovator's DNA - Disruptive Research - Disruptive Writing
A Politically Correct Status Quo It is politically correct in management circles to say that you are "results oriented" or that you "drive for results" in your organization. The status quo in business schools is to indoctrinate students in the delivery skills of analyzing, planning, detail-oriented implementing, and disciplined executing. This book and the research upon which it is based disrupts that politically correct status quo. Clayton Christensen has spent close to two decades creating the research, conceptual, and application foundation of the disruptive innovation body of knowledge. He has been working for more than 8 years with Jeff Dyer and Hal Gregersen, both gifted researchers, teachers, and consultants in their own right, on this project. These guys are a disruptive "dream team" of contributors. This book articulates an extension of the disruptive innovation body of knowledge that clearly describes an individual profile of the disruptive innovator and an organizational profile of an organization that makes disruptive innovation happen. So what makes this book disruptive? The first thing is timing. It arrives on the scene at a time when innovation is one of the most critical components of a solution to our global financial and organizational mess. If we are to get out of our morass of debt and sluggish growth and respond to the continually emerging challenges of a burgeoning global society it will ride on the backs and wings of innovation. The status quo must be disrupted for us to survive and thrive! Second is the audacity of the core models. The authors claim that innovation can be learned at both the individual and organizational level. Individuals can increase their ability to discover (Discovery Quotient - DQ) and learn to be more innovative. They cite the four specific behavioral skills of asking questions, engaging in observations, networking with people who have a different point of view, and experimenting to figure out what can work as the common elements of what innovators do. They also identify the cognitive skill of associational thinking, the ability to find connections between ideas that do not seem to be related to each other, as the connection between the behavioral skills and the generation of ideas. They extend their claim that the innovation competency can be learned to the organizational domain by saying that organizations can become more innovative through developing and leading people, designing and implementing processes, and advocating and living by philosophies that support innovation. These two arguments stand in stark contrast to the beliefs and practices of a vast majority of leaders and institutions. (For a diagram of the Model see [...]) 'And all of this is built upon the third source of disruption: research. Their work is based on well-founded research into the "DNA" of the world's leading innovators and the world's most innovative organizations. The authors conducted nearly 100 interviews of world class innovators and their colleagues to get at the heart of what innovators do. They also interviewed and surveyed executives who are not innovators. (Their survey data base has over 5000 respondents in it.) So they have been able to compare and contrast the two populations to more clearly see what it takes to effectively innovate. They have also done research on business results attributable to innovation. Collaborating with HOLT (a division of Credit Suisse) they were able to craft a measurement called the "innovation premium." This measure identifies if an organization's market capitalization can be accounted for by existing cash flows or if there is an innovation influence on the stock price. By using this measure, they have been able to clearly and objectively identify which organizations are benefiting from innovation. Yet to Explore The tension in the balance of influence and power between the leaders with predominantly "Discovery" or "Delivery" mindsets is an area that has yet to be explored. If the premises of this book are sound, and I believe they are, we need to figure out how to manage that tension and balance in order to generate, incubate, and strengthen innovative ideas as we bring them to full fruition in the marketplace. Great ideas that are not delivered upon are simply recreational pursuits that do not build great people, great institutions, and great societies. So there is work yet to do. Invest Your Time and Effort This book makes a significant contribution to both the disruptive innovation body of knowledge and the evolving body of practice on innovating disruptively. It is well worth reading, pondering, and acting upon.
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Reviewed in the United States on August 18, 2011
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Amazon Customer
Bozeman, US
★★★★★ 5
Inspiring and well-written
This is a very interesting book written by some Harvard profs. They did a large national survey of innovative businesses and their leaders. The book posits that innovative people follow five skills: associating, questioning, observing, networking, and experimenting. These skills can be found at the individual or organizational level. The idea is that most people have these skills in their DNA and can bring them out with some practice. There are a lot of interesting and inspiring examples like Steve Jobs and Jeff Bezos. Although this book seems like a self-help type book with a lot of hype, it has an academic underpinning. Any organization that is interested in promoting innovation could benefit from encouraging these 5 skills. If you are interested in innovation or creativity in business or any organization that produces something, you will like this book. The books is a little distracting to read because it has sidebars all through it giving interesting examples that break up reading concentration. Aside from that, it is a well-written book that is easy and enjoyable to read. I enjoyed the book greatly and found it to be inspiring.
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Reviewed in the United States on December 5, 2015
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Stephen Collins
Port Orchard, US
★★★★★ 4
Great read and research. But what about daily application for regular people?
The research piece behind this book might be the next thing I read, as I'm intrigued by the academic rigor applied. The reveal and living examples of the five skills - questioning, networking, experimenting, observing and associating - are tangible and approachable given their articulation through well-known and highly visible entrepreneurs running innovative companies. There's much to be gleaned by looking at the way these people behave and, even through simple emulation, enhancing one's own skills. My only real disappointment with the book is its limited approach to practical, daily application for those not yet at the top of the tree. It's rather a different kettle of fish for the innovation-minded, but stuck in bureaucracy, worker who wants to make things better, is still motivated, and hasn't been crushed by the machine. How does that person actively innovate? And, in some cases, get away with it? This book (or an accompanying volume) focussing on daily, in-work, innovation would be useful.
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Reviewed in the United States on May 23, 2013

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